Opportunities abound

A commitment to career-long learning, promoting from within, and continued growth makes Cameron & Barkley an employer of choice

By -- Industrial Distribution, 8/1/2000

When Lisa Schreiber started working for Cameron & Barkley more than 11 years ago, she wasn't looking for a new job, much less a long-term career.

Things have changed. Schreiber, who started as a mailroom clerk in CamBar's Louisville, Ky., office, says she's hooked on the challenges of working for this growing general line distributorship. She worked her way from mailroom clerk to office manager to purchasing agent in Louisville before being transferred to the customer service department in Kokomo, Ind. Within a year she was promoted to office manager in Kokomo, and in April of this year she was named operations manager for one of CamBar's newest branches, in Columbus, Ind.

"When I started with Cameron & Barkley, I wasn't looking for a job. Now it's my passion; it's definitely a career," says Schreiber, who was working out of her home when a friend approached her about the initial CamBar position. "They believe in their people and promote from within. If you put forth the effort, it's definitely recognized."

Schreiber's story is not unique. Talk to a handful of Cameron & Barkley employees and chances are you'll hear similar accounts of challenges met and opportunities grasped. That's because providing people with careers, not just jobs, is a fundamental part of the Cameron & Barkley philosophy. Top management believes in creating an "employee participative" culture, says president and CEO Jim Warren, a 32-year CamBar veteran who, like Schreiber, has worked his way up. To do that, CamBar focuses on teamwork and company-wide communication, provides good benefits, and offers career-long education opportunities.

"Those are the things that I think are the cornerstones of our culture," says Warren. "What we try to create is a sense of belonging and commitment for our people."

Paula Greer, vice president, organizational effectiveness, agrees.

"One of our basic philosophies is that we have to create a work environment where people want to do a fabulous job," says Greer. "You have to create a work environment where [employees] have a natural commitment to do that."

Key motivators

Cameron & Barkley has been employee-owned since 1975-and that's a major motivator for many employees. (See sidebar below.) Having a stake in the company's bottom line makes you work harder and feel like you make a difference, says Sue Abernathy, customer service manager in Charlotte, N.C.

"Employee ownership makes a difference to me," says Abernathy. "The success of the company depends on each person and on everyone as a team."

Steve Skakun, an outside salesman in Ohio, agrees.

"It's a huge benefit. We're working for us," he says. "We all have a stake in the company-that's one of the first things I tell my customers-and we work hard to support ourselves."

While he agrees that employee ownership is a great benefit, Warren says it's not the sole reason for employee satisfaction at Cameron & Barkley. Far more important are CamBar's efforts to be inclusive and provide employees with long-term careers.

Those efforts include a good health insurance package, employee recognition programs, extensive training opportunities, tuition reimbursement, and a variety of forums for employee input and feedback. The latter effort is key, says Warren. A quarterly newsletter-featuring an "Ask the President" column-and monthly videos update employees across CamBar's 146 locations about company happenings. The "Magic" program-Move to Activate Great Ideas at CamBar-is an electronic employee suggestion program that allows anyone in the company to submit ideas with company-wide impact. Employees who submit ideas are recognized and thanked for their efforts.

Cameron & Barkley also started conducting employee satisfaction surveys four years ago. Sent out every two years, the surveys seek general feedback on the company. Warren says employee input has been critical but fair in the past, noting that "we always learn a little humility," from the survey results.

Such programs may seem minor, but they go a long way toward ensuring employee "buy-in," say Warren and Greer. It's vital, they say, that employees share in the company's day-to-day and long-term goals. As another example, employee advisory councils and steering committees are consulted on a range of issues-like decisions on group health insurance and changes to job functions or departments.

"Who better to ask than the people who do the job?" asks Warren.

Tools of the trade

A well-trained workforce will help Cameron & Barkley meet its goals. That's why the firm provides more than 50 hours of training per employee per year. The training comes in many forms-in-house classroom sessions, off-site seminars, and the newest addition, computer-based internal training. CamBar's CD-ROM training program began this year and offers over 80 courses covering company operations and job functions. There is an established curriculum for each position and employees go through the training at their own pace.

In addition, CamBar runs a Leadership Training program geared toward, but not limited to, college recruits. The program requires new employees to work in each department for a short time. Skakun went through the program and said it helped him develop respect for every job in the company and reinforced the message that everyone has to work as a team.

The interesting thing about Cameron & Barkley is that training doesn't stop once an employee reaches management level. Greer says all company leaders and managers get together four times a year for training sessions. She reasons that, "[they] have to set the example for others."

Such training efforts, like the company's other internal programs, stem from CamBar's desire to provide employees with opportunity. Giving people the chance to grow and develop in their careers, say company leaders, is the best way to ensure the success of the entire organization.

Abernathy, the customer service manager in Charlotte, couldn't agree more. A 15-year CamBar veteran, she started as a customer service representative and became operations manager before being named customer service manager six years ago. Prior to joining CamBar, Abernathy spent four years at a small, family-owned distributorship.

"The opportunities within [Cameron & Barkley] to grow-or to move into something other than where you are-are endless," says Abernathy, echoing the words of Columbus operations manager Lisa Schreiber. "If people have the talent, the skills and the drive ... [the company] is usually there to back them up."

And that means a lot, says Abernathy, who looks forward to many more years at CamBar.

"If I were going to leave Cameron & Barkley," she says, "I'd be getting out of industrial distribution altogether, because I don't think there's another equal."